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Quantisoft - NJOD GLOBAL STRATEGIC ORGANIZATIONAL EFFECTIVENESS SURVEY©

Annual Sharing Day 2012

Global Strategic Organizational Effectiveness Survey

“Implications for HR/OD, You and Your Organization”

Howard Deutsch, CEO Quantisoft

Dr. Lucille Maddalena, SPHR President Maddalena Transitions Management

Allison Wright

Contact for info about the survey:

Howard Deutsch (609) 409-9945 [email protected] www.Quantisoft.com


mailto:[email protected]

http://www.quantisoft.com/



INTERIM SURVEY RESULTS

This presentation is based on interim survey results. It only

includes data from responses received through April 30th. Only

selected data is included.

The Global Strategic Organizational Effectiveness Survey is still

open for your participation. You and your colleagues can

complete the survey at the following link:

Survey URL/link

http://www.quantisurve.net/cgi-bin/NJOD.asp

You will receive the full survey results including ratings and

comments sorted by demographics

Your participation will add to the value of the final survey

results




Why This Survey?

Quantisoft’s Survey

Experience

Business Failures Organizational

Effectiveness Problems

Huge opportunities

identified

Employee surveys

Customer surveys

IT customer

satisfaction surveys

Enterprise risk surveys

Other Experience

Previous consulting &

line management

experience

Why did they fail?

MF Global

Kodak

GM & Chrysler

Lehman Brothers

Fannie Mae

Madoff fraud

Circuit City

Borders Books

Arthur Andersen

Enron

WorldCom

Iraq war – faulty

intelligence & politics

I-35 bridge collapse

Significant Problems

JPMorgan Chase loss

Avon leadership/strategy

Walmart bribery

HP (Board & CEO’s)

U.S. Congress

BP Gulf oil spill

Massey Energy mine

explosion

Rogue traders

Leaded paint – toys from

China

Apple (John Sculley vs.

Steve Jobs)

Church sex abuse scandals



Survey Steering Committee

Phil Binaso NJOD Learning Community Board

David Brinkerhoff Abbott Smith Associates & NJOD Learning Community Board

Howard Deutsch Quantisoft, LLC

David Jamieson, Ph.D. University of St. Thomas

Lucille Maddalena, Ed.D Maddalena Transition Management & NJOD Learning Community Board

Tara Seager Ally Solutions Group & President, NJOD Learning Community Board

Allison Wright Senior HR Business Professional & NJOD Future of HR/OD Committee



Survey Sponsor

NJ Organizational Development Learning Community

Survey Co-Sponsors

Institute for Sustainable Enterprise (ISE)/Center for Human

Resource Management Studies (CHRMS)

ODNLI (Organizational Development Network of Long Island)

Triangle OD Network (North Carolina)

South Florida Organizational Development Network (SFLODN)

Arizona Organizational Development Network (AzODN)

OD Network of New York

Minnesota OD Network

St. Louis Organization Development Network (STL-ODN)



The Need for a Better Way to Assess and Manage

Organizational Effectiveness, Health and Sustainability

Soft Measures are Important

A Holistic Approach to Organizational Effectiveness is

Needed

How Can We Make Boards and C-Suite Members Aware of

this Need?

What Roles Can and Should HR and OD Play?

What Roles Should Other Groups Play (IT, Finance,

Operations, Sales, Marketing, Supply Chain, etc.)?

The Global Strategic Organizational Effectiveness Survey

Points to Some Answers



Interim Survey Results

Survey Rating Scale:

Effective 5 Somewhat effective 4

Neutral 3 Somewhat ineffective 2 Ineffective 1

Overall “Survey Section Averages”

Average Rating

Interpretation

4.00 and higher

High rating - some opportunity for improvement

3.80 - 3.99

Moderate rating - moderate opportunity for improvement

3.79 and lower

Low rating - significant opportunity for improvement

Section Average

Overall Average – All Sections 3.43

Financial Planning, Management and Measurement 4.04



Governance 3.98

Business Risk Assessment and Mitigation 3.80

Environmental, Sustainability and Responsibility 3.78

Strategy 3.57

Senior Leadership Team 3.48

Culture 3.44

Technology and Business Process Effectiveness 3.32

Workforce Excellence 3.25

Organizational Structures, Systems and Processes 3.17

Overall Organizational Effectiveness 3.10

Performance Measures and Reward Systems 3.05



Key Interim Finding

The average overall rating for all participants for all of the survey

questions is 3.43

This is a low rating indicating significant opportunities exist for

most organizations to increase Holistic Organizational

Effectiveness.



Interim Results - Rating Distribution of Responses

All Respondents - Overall Average Histogram

0

3

6

9

12

15

18

21

24

27

30

1.0to1.2

1.2to1.4

1.4to1.6

1.6to1.8

1.8to2.0

2.0to2.2

2.2to2.4

2.4to2.6

2.6to2.8

2.8to3.0

3.0to3.2

3.2to3.4

3.4to3.6

3.6to3.8

3.8to4.0

4.0to4.2

4.2to4.4

4.4to4.6

4.6to4.8

4.8to5.0

1 0 0

2 3 3

7

13

10

16

14

20

22

17

7

19

11

9

12

3

Nu

mb

er

of

Re

sp

on

se

s

Overall Average



Survey Participant Demographic Information

Quantisoft - NJOD Strategic Organizational Effectiveness Survey©

Results Broken Down by Functional Area

Functional Area Count Overall

Facilities Management 1 4.22

Sales 4 3.94

Academic Position 5 3.65

External Consultant 36 3.63

Organizational Development 55 3.48

General Management 10 3.46

Corporate Management 7 3.38

Other 12 3.33

Human Resources 69 3.33

Manufacturing/Operations 2 3.30



Internal Consultant 4 3.22

Research & Development/Engineering 2 3.22

Unanswered 3 3.19

Legal 3 3.04

Finance/Accounting/Planning 3 2.98

Quality Assurance/Control 2 2.90

Marketing 1 2.83



Results Broken Down by Industry

Industry Count Overall

Energy 3 4.07

Foods 1 3.91

Agribusiness 4 3.76

Chemical/Materials/Metals 1 3.67

Transportation/Logistics/Distribution/Warehousing 4 3.64

Construction/Homebuilding 2 3.63

Retail Sales 10 3.62

Manufacturing 10 3.61

Hi-Tech/Information Technology 9 3.57

Consumer Products/Household 7 3.48

Aerospace 4 3.46

Pharmaceutical/Biotech/Medical Devices 16 3.46



Professional Services 18 3.46

Financial Services 16 3.45

Not-for-profit 16 3.45

Healthcare 24 3.42

Utilities 3 3.41

Other 14 3.41

Education 21 3.33

Telecommunications 7 3.30

R&D 1 3.29

Apparel & Footwear 2 3.18

Government 19 3.14

Unanswered 4 3.07

Real Estate 2 2.79

Hospitality/Hotels 1 2.26



Results Broken Down by Country

Country Count Overall

Bolivia 1 4.69

India 1 4.46

Egypt 1 4.36

Australia 1 4.25

Afghanistan 1 3.97

Norway 2 3.63

United States of America 200 3.43

Unanswered 4 3.32

United Kingdom of Great Britain and Northern Ireland 2 3.31

Mexico 1 2.85

Zambia 2 2.77

Canada 2 2.53

Kenya 1 2.26



Results Broken Down by Number of Employees in Company/Organization

Number of Employees in Company/Organization Count Overall

Under 100 31 3.71

500 - 999 15 3.67

5,000 - 9,999 18 3.58

2,500 - 4,999 24 3.50

100 - 249 12 3.49

More than 25,000 48 3.46

10,000 - 24,999 26 3.31

250 - 499 13 3.13

1,000 - 2,499 25 3.03

Unanswered 7 2.99



Results Broken Down by Company/Organization Has Labor Union

Company/Organization Has Labor Union Count Overall

No 133 3.47

Yes 78 3.40

Unanswered 8 2.97



Ratings by Survey Section – Results from Select Survey

Sections

Section 1: Strategy

Question Rating

Section Overall 3.57

Develop/Keep Organization's Mission/Vision/Values Relevant 4.08

Protect Against Intellectual Property Theft 3.82

Focus Organization on Identifying/Meeting/Exceeding Customer Expectations 3.73

Align/Execute Strategies to Meet Financial Goals/Be Consistent with Core

Values 3.71

Adapt to New/Changing Regulations While Minimizing Impact on Organization's

Performance 3.69

Develop Strategies for Executing Changes to Compete Effectively/Achieve

Mission/Vision/Values 3.67



Communicate Organization's Mission/Vision/Values to Inspire/Engage

Employees 3.67

Achieve Balance Between Long-Term Investments/Critical Decisions and

Shorter-Term Objectives 3.53

Select/Monitor Suppliers/Business Partners to Ensure Effective Support of

Mission/Vision/Values 3.44

Innovate to Stay Ahead of Competition 3.43

Gather/Use Competitive Intelligence to Guard Against Being Blind-Sided by

Competitive Forces 3.39

Identify/Adopt/Integrate New Technologies for Competitive Advantage 3.35

Solve Organizational Problems Systemically 2.90



Section 2: Senior Leadership Team

Question Rating


Address Crisis Situations Urgently/Ethically with Timely Communications to All

Affected 3.95

Manage Organization's Assets to Achieve Long-Term

Growth/Competitiveness/Profitability 3.76

Define/Strengthen/Communicate Organization's Brand Internally/Externally 3.69

Overall Effectiveness of Senior Leadership Team 3.59

Create Sense of Urgency About Achieving Organizational Objectives 3.54

Be Accessible to Talk with People About Important Business Issues 3.51

Identify/Attract Leadership Talent 3.49

Demonstrate/Expect from Others Leadership Courage/Decision

Making/Problem Solving 3.41

Engage Employees/Focus Resources to Execute Strategies/Achieve Objectives 3.41



Achieve High Trust/Respect Level Between Senior Leadership and Employees 3.34

Develop/Retain Leadership Talent 3.28

Be Aware of/Sensitive to Needs of Employees 3.25

Senior Leaders Connected/Know What Is Going on at All Levels in Organization 3.07



Section 4: Culture

Question Rating


Foster Culture of Ethical Behavior with

Employees/Customers/Suppliers/Communities 4.21

Make Employee/Customer Safety a Top Priority Always 4.14

Demonstrate Passion for/Meet/Exceed Expectations of Customers 3.99

Strengthen Processes/Quality/Customer Service for Customer

Satisfaction/Acquisition/Retention/Profit 3.57

Build Strong Sales Culture/Align Organization to Support Sales

Growth/Excellence 3.47

Support/Respect Employee Work/Personal Life Balance 3.44

Eliminate Fear/Discrimination Throughout Organization 3.40

Enhance Productivity/Performance Culture 3.39

Strengthen Culture of Collaboration/Resiliency/Agility/Adapting to Change 3.32



Manage Change to Implement Strategies/Compete Successfully 3.27

Position Enterprise M&A/Strategic Partnerships for Success from Cultural

Perspective 3.26

Facilitate Smart Risk-Taking 3.21

Help Employees/Internal Organizations Adapt to Changes/Be More Resilient to

Technological Change 3.20

Address Organizational Culture During Realignments/Consolidations/

Mergers/Acquisitions 3.07

Manage/Constructively Resolve Conflict 3.07

Facilitate Innovation/Empower Employees to Recommend

Innovations/Improvements 2.98



Section 5: Organizational Structures, Systems and Processes

Question Rating


Provide Safe/Productive Work Environments 4.23

Encourage/Support Collaborative Partnerships Across Organizational

Boundaries 3.29

Use Information Technology to Support Learning/Innovation 3.28

Align Strategies/People/Structures/Systems/Processes to Meet Work/Customer

Demands 3.24

Build Organizational Systems/Structures to Support Employee

Engagement/Satisfaction/Performance 3.18

Share Essential Business Knowledge Across Organizations/Functions 3.14

Integrate Acquired/Merged Organizations to Achieve "One Organization"

Profile 2.91

Eliminate Organizational Silos/Internal Politics as Barriers to Organizational

Effectiveness 2.70

Create Knowledge Management Systems So Critical Knowledge Retained When

People Leave 2.60



Section 6: Workforce Excellence

Question Rating


Match Right People to Right Positions 3.47

Strengthen Organization's "Employer of Choice" Reputation 3.43

Retain High-Performing People 3.43

Ensure Employees Have Skills/Abilities to Meet Demands of Business 3.42

Foster Continuous Learning/Knowledge Sharing 3.34

Hire/Promote/Retain Diverse Workforce at All Organizational Levels 3.31

Build Skills/Competencies in Multi-Cultural Sensitivity and Support Diversity

Across Organization 3.30

Make Targeted/High-Impact Development of People a Priority 3.12

Build Skills for Workforce Innovation/Flexibility 3.04

Identify/Deal With Low-Performing Managers/Employees 2.64



Section 7: Performance Measures and Reward Systems

Question Rating


Define Clear/Attainable Individual/Organizational Objectives 3.67

Provide Compensation Plan That Does Not Reward Inappropriate Risk Taking 3.32

Provide Timely/Specific/Accurate Performance Feedback to Employees 3.11

Assess Ongoing Employee Satisfaction/Engagement and Make Changes Based

on Findings 3.10

Reinforce Organization's Values Through Reward/Recognition Systems 3.09

Use Broad Range of Balanced Scorecard Measurements to Ensure Continuous

Improvement 3.04

Reward/Compensate Employees Based on Individual/Organizational

Performance/Value Added 3.00

Assess Organizational Effectiveness Holistically 2.96

Provide Compensation Plan That Changes with Changing Needs for Talent

Acquisition/Retention 2.87

Use HR/OD Scorecard to Assess/Ensure HR's/OD's Ongoing Effectiveness 2.32



Section 8: Technology and Business Process Effectiveness

Question Rating


Provide Timely/Knowledgeable Technology Support to Facilitate

Productivity/Customer Support 3.64

Implement Information Technology for Productivity/Information

Access/Security/Quality/Support 3.40

Assess IT Customer Satisfaction to Ensure IT Effectiveness/Employee

Performance Using Technology 3.19

Provide Technology Training to Enable Employee Productivity/Value from

Technology 3.19

Implement Employee/Customer Friendly Business Processes to Enable

Efficient/Effective Transactions 3.17



Section 10: Business Risk Assessment and Mitigation

Question Rating


Conduct Independent/Objective Internal/External Audits to Ensure Regulatory

Compliance 4.14

Have Tested/Comprehensive Organization-Wide Contingency/Disaster

Recovery Plan 3.84

Have Board and C-Suite Driven ERM Program to Assess Organization's Risk

Culture/Key Risk Areas 3.43



Section 11: Environmental, Sustainability and Responsibility

Question Rating


Ensure Accountability for Business Ethics Among Employees 4.12

Meet Increasing Expectations for Socially Responsible/Sustainable Business

Practices 3.85

Minimize Negative Impact of Products/Processes/Services on the Environment 3.81

Be Proactive in How Organization Addresses Environmental Sustainability

Issues 3.77

Develop Skills/Competencies to Support Socially Responsible

Practices/Ethics/Governance 3.70

Use Capital/Human/Other Resources/Assets in Responsible/Efficient Manner 3.65

Embed Socially Responsible Values/Results in Corporate Drivers/Key Metrics 3.55



Illustrative Ratings Distribution

All Responses

All Questions - Overall Effectiveness

0.46

12.33

43.38

35.16

8.68

0 10 20 30 40 50 60 70 80 90 100

Percentage of Responses

Ineffective

Somew hat ineffective

Neutral

Somew hat Effective

Effective

Le

ve

l o

f E

ffe

cti

ve

ne

ss



All Responses

Achieve High Trust/Respect Level between Senior Leadership and Employees

1.83

12.79

19.18

9.59

34.70

21.92

0 10 20 30 40 50 60 70 80 90 100


Don't know

Ineffective


Neutral

Somew hat Effective

Effective

Le

ve

l o

f E

ffe

cti

ve

ne

ss



All Responses

Facilitate Innovation/Empower Employees to Recommend

Innovations/Improvements

2.28

15.53

26.94

14.16

26.03

15.07

0 10 20 30 40 50 60 70 80 90 100


Don't know

Ineffective


Neutral

Somew hat Effective

Effective

Le

ve

l o

f E

ffe

cti

ve

ne

ss



All Responses

Manage Change to Implement Strategies/Compete Successfully

1.37

7.31

24.66

16.44

34.25

15.98

0 10 20 30 40 50 60 70 80 90 100


Don't know

Ineffective


Neutral

Somew hat Effective

EffectiveL

ev

el o

f E

ffe

cti

ve

ne

ss



All Responses

Provide Technology Training to Enable Employee

Productivity/Value from Technology

5.48

11.87

18.26

18.72

31.51

14.16

0 10 20 30 40 50 60 70 80 90 100


Don't know

Ineffective


Neutral

Somew hat Effective

Effective

Le

ve

l o

f E

ffe

cti

ve

ne

ss



All Responses

Identify/Deal with Low-Performing Managers/Employees

5.02

24.20

27.85

10.05

23.74

9.13

0 10 20 30 40 50 60 70 80 90 100


Don't know

Ineffective


Neutral

Somew hat Effective

Effective

Le

ve

l o

f E

ffe

cti

ve

ne

ss



All Responses

Ensure Employees Have Skills/Abilities to

Meet Demands of Business

2.74

7.31

15.53

17.81

42.01

14.61

0 10 20 30 40 50 60 70 80 90 100


Don't know

Ineffective


Neutral

Somew hat Effective

Effective

Le

ve

l o

f E

ffe

cti

ve

ne

ss



Organizational Effectiveness Gap – Actual vs. Optimal Ratings

The Organizational Effectiveness Gap – All 12 Survey Sections



The Organizational Effectiveness Gap - Strategy



The Organizational Effectiveness Gap – Organizational

Structures, Systems & Processes



The Organizational Effectiveness Gap - Culture



The Organizational Effectiveness Gap – Performance Measures

and Reward Systems



The Organizational Effectiveness Gap – Workforce Excellence



The Organizational Effectiveness Gap – Senior Leadership Team



A Few of the Many Comments Received

Quantisoft - NJOD Strategic Organizational Effectiveness Survey©

Illustrative Comments

Strategy Comments

Comments

Tremendously difficult to sustain a strategic focus and commitment to it when, as a government agency, we are at the mercy of politically appointed leadership teams. This creates a lot of "wee-bees:" "We be here before you got here and we be here after you leave."

Organization does not use a systematic or integrated approach to developing or deploying strategy. Mission, vision and values are not communicated.

This organization had the highest values and mission as a legacy for many years. Lost its way recently and had a CEO that has been harmful to those values and mission. It will take a long time to build back the trust in the organization and also with external customers.

Senior Leadership Team Comments

This government agency never invested in leadership development over time, so there is an impoverished management/leadership culture and skill set, compounded by political appointees with no management experience.

Disconnected because what is happening has no personal negative impact on them...just the co.



Culture Comments

There is absolutely no respect for employee work life balance. You are expected to work 70-80 hours a week and if you complain you are next on the layoff list.

Managing the change process is a constant challenge. The communication pieces are usually the ones that fall short, leaving the front line supervisory staff to interpret the change initiatives for themselves. This makes for variations on the change messages that often leave employees and managers confused frustrated in the process.

Workforce Excellence Comments

This was a company that maintained the highest level of Talent Management. Unfortunately, with all the people let go and talent leaving the organization, that reputation has been tarnished. Perhaps with new leadership coming soon that can be rebuilt to the reputation the company had in the past.

Really creative people leave - the top down culture is too restrictive

Our performance management system has failed to deal with poor performance

Performance Measures and Reward Systems Comments

OD has been cut out of assessments and improvements. There is a sense by management that they understand OD and don't need to be transparent or manage change. The culture is becoming fear based.



Technology and Business Process Effectiveness Comments

Our technology is very outdated however, our IT group is very supportive and responsive in helping staff throughout the organization. Most of our technology initiatives are only focused on patching what breaks rather than looking at what we need to remain competitive and successful.

Our IT Department is underfunded and it is taking its toll on the organization

As stated above, we have not made the timely and appropriate investments in technology and tech support to build and maintain high levels of productivity and connectivity.

Business Risk Assessment/Mitigation Comments

These items exist but are only used occasionally, or pulled out of the closet and dusted off when a crisis occurs.

Environmental/Sustainability/Responsibility Comments

Business ethics, as we have seen in the financial industry, and even with J&J and Apple are a slippery slope. These "most admired" companies have recently encountered problems in workplace and quality conditions. Assuming these are the best (big companies) we should not be surprised at seeing Lehman, Enron etc. It's only the tip of the ethics issues in business. Lot's of lip service and government threat. It always starts with the top.



Overall Organizational Effectiveness Comments

Sorry, a nice organization like most but, not really ready for what's ahead and the hard choices to be made.

Our organization is the result of a recent merger with additional mergers in progress and it appears that these topics are not priorities beyond eliminating duplication and taking advantage of efficiencies of scale. So far emphasis has been on structural change (changing leadership assignments) and less on systemic, operational effectiveness. There is great untapped potential within the organization especially as it relates to employee development, engagement and performance and connecting all to the overall goals of the organization.



List of Organizations Responses Received from (one or more

responses per organization)

3M Aerosoles Alcoa Power and Propulsion Alfa Laval Mexico All Clear Consulting Ally Solutions Group Altru Health System Arizona Retirement System Assurant Solutions Avaya Bank of Zambia Banner health Beckman Coulter Becton Dickinson Best Buy Biogen Idec BlessingWhite Blue Cross Blue Shield of Minnesota Bonnell Aluminum Brainard Consulting LLC BRC Bremer Bank



Bridgewater Raynham Regional School District Brynn Marr Hospital Capella Education Company Capella University Cargill Inc. Carlson School of Management, U of MN Cerebral Palsy Associations of New York State Chanel USA Charlotte NC government Chubb Cisco Citizens Bank City of Raleigh CNA Coconino County, AZ Constellation Software/Harris Corporation (subsdiary) Dakota County, MN Deloitte DNV Duke University EAS-Consult, LLC EILEEN FISHER, Inc Energizer Express Scripts Girl Scouts of the USA



Great River Energy Harfal Mandiri Agro Harvard Pilgrim Health Care Haverford Publishing Group Health Quest System Hennepin County, MN Henry Schein, Inc. Hess Corporation Hewlett Packard Honeywell Imation Institute for Clinical Systems Improvement (ICSI) J.Crew Johns Hopkins University Johnson & Johnson KDV Lender Processing Services Life's WORC Lighthouse Learning and Development Malt-O-Meal Manna Freight Systems Maritz Marsh India Insurance Brokers Limited MasterCard MathWorks



Melillo Consulting, Inc Memorial Sloan-Kettering Cancer Center Merck Mercy Minnesota Pollution Control Agency MISA (Marubeni-Itochu Steel America) MNInter.net MnDOT MnSCU MonmouthCares MTS NC Department of Revenue North Carolina State University Novonordisk Office of the Comptroller of the Currency OIKONOS Ottobock HealthCare Panera Bread Pfizer Phyllis Wheatley Community Center Pliskin Realty and Development PwC PSCU RES Partners Rensselaer Polytechnic Institute Right Management



Roche Pharmaceuticals Royal lab Rutgers University Libraries Sanford Health Sauer-Danfoss Schaffer Consulting Selective Insurance Companies of America ShareOn Corporate Leader Resources Soroptimist International of the Americas South African Police Service State of New Jersey Target Telcordia The Boeing Company The Doe Run Company The Hertz Corporation The New School Thomson Reuters Total Engagement Consulting by Kimer Trican Well Service TRiO Upward Bound College Preparatory Program Turner Construction UNC Health Care UNC-Chapel Hill United Airlines



Universal Health Services University of Medicine & Dentistry of NJ University of Minnesota University of Science & Technology U.S. National Nuclear Security Administration/DOE Vin Industries Wakefern Food Corp Zambia Revenue Authority



Assessing Health and Taking Action

Holistic Approach

The whole equals the sum of the parts

Systems and subsystems are interdependent

Organisms and organizations are as strong as their weakest parts

PEOPLE Health

Comprehensive

annual physical exam

Blood tests

MRI / CT Scan

ORGANIZATIONAL Health

Holistic OE survey (soft issues)

Balanced scorecard measurements

Internal & external benchmarking



Defining Holistic Organizational Effectiveness

Organizational effectiveness is the concept of how effective an

organization is in achieving the outcomes the organization

intends to produce.

Source: Wikipedia - Etzioni, Amitia. (1964). Modern Organizations. Englewood Cliffs, NJ: Prentice-Hall.

Mission

Vision

Values

Leadership

Strategies

Execution

Organization

People

Processes

Technology

Products

Brand

Business Risks

Alignment



Who Heads Up Holistic Organizational Effectiveness

Players in the Quest for Holistic OE

Other Players

Board C-Suite IT Risk Management Internal Consultants

Industrial Engineers External Consultants Trainers Finance Quality Line Managers Engineering/Research

Auditing Outside Audit Firm Legal Supply Chain

Suppliers Sustainability

HR

OD

Organizational Effectiveness

Arena



The Need to Collaborate…

to Achieve Holistic Organizational Effectiveness

Multi-disciplinary collaborative approach needed across the organization and from top to bottom

Need for understanding the OE challenge & opportunity

Need to overcome barriers, politics, fear, protecting turf and resistance to change

C-Suite & Board - Stop ignoring and avoiding bad news

Need to deal with reality

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Competing in Today’s World The Need for Change

Responding to and staying ahead of:

Disruptive innovations ….. often from outside your industry

Globalization ….. transfer of technology, IP, jobs & wealth

New lethal competitors ….. often 1 – 5 years old

Technology ….. how things are done today!

Social media ….. viral marketing, new advertising paradigm

Regulations ….. too much or too little ….. compliance costs

Information overload, disinformation & lack of needed information

Physical and information security/intellectual property threats

The need for competent employees with required skills

Fast-changing customer requirements & demands

Supplier effectiveness and reliability

Known and unknown risks ….. risks can destroy organizations

Economic and political environment ….. uncertainty stifles growth

Environmental sustainability challenges ….. risks, costs, opportunities

Changing energy sources and prices ….. opportunities & threats

Resistance to change



Preliminary Survey Findings

1. There is a large Holistic Organizational Effectiveness Gap - Most

organizations are performing significantly below their potential

Organizational Effectiveness

2. All organizations have room for OE improvement

3. OE is complex and requires a multi-disciplinary, collaborative

approach

4. OE presents a huge challenge and opportunity for CEO’s, Boards,

HR & OD, consultants, IT, risk managers, auditors, legal staff, line

managers, academics, etc.

5. Boosting OE will require C-Suite & Board awareness of OE and

their leadership

6. To date HR/OD and other efforts are falling short of meeting the

OE needs of many organizations

7. Union and non-union organizations have similar results

8. The survey results indicate CEO’s and Boards need to do a better

job ….. many are not aware of or focusing on OE



Preliminary Survey Insights

1. OE is a much broader issue than HR/OD

2. OE needs to be addressed holistically – by Boards & CEO’s

3. HR, OD and others need to collaborate on OE

4. There is no simple silver bullet for fixing OE

5. Someone needs to head up Holistic OE ….. But who?

6. Most efforts to increase OE are “tinkering around the edges” …..

much more is needed to strengthen the soft issues

7. Achieving Holistic OE requires identifying and eliminating many

internal and external barriers

8. Holistic OE requires thinking of organizations as complex

organisms with interdependent internal and external parts,

systems and subsystems

9. The Strategic Organizational Effectiveness Survey provides a

Holistic OE index for measuring HOE levels and trends



Making Holistic OE Happen

1. Quantify soft issues – conduct Holistic OE survey and …..

employee, customer, IT customer satisfaction and risk surveys

2. SWOT Analysis – strengths, weaknesses, opportunities, threats

3. Create vision for the future – where we want to be and when

4. Identify and prioritize actions based on measurement data

5. Execute – make change happen, overcome resistance

6. Assess results – make more changes as needed

7. Do it again, again and then again – continuous improvement

Execution &

Assessment



Implementing Holistic OE in Your Organization – Key Questions

1. Does Holistic OE make sense for your organization?

2. What are your organization’s key Holistic OE challenges?

3. What is your organization’s Holistic Organizational Effectiveness

Index on a 1 – 5 scale? ….. What are your gaps?

4. What does your organization need to do to achieve Holistic OE?

5. What role can HR and OD play in raising awareness for Holistic

OE?

6. What are the barriers to focusing on Holistic OE in your

organization?

7. How can we make your leadership aware of Holistic OE and ready

to meet these challenges?

8. Should your organization conduct a Holistic OE survey?



“Changing Your World”

WIIFM – What’s in it for Me?

HR/OD Professionals & Your Organization

Business leaders and managers

Other functional areas

Consultants and Your Clients

Closing the Holistic OE Gap - Implications for American

competitiveness



Please participate in the Global Strategic

Organizational Effectiveness Survey

Survey URL/link


You will receive the full survey results

Your participation will add to the value of the final survey

results




Thank you!

If you have questions about the survey or if you have suggestions for

how organizations can benefit from taking a holistic approach to

implementing organizational effectiveness, please contact:

Howard Deutsch

Quantisoft

(609) 409-9945

[email protected]

www.Quantisoft.com

mailto:[email protected]

http://www.quantisoft.com/

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